Indeed. If we could minimise the amount of passengers who travel on our railway (and generally cause delays) to nearer zero, we could maximise the productivity of drivers to new levels
That’s just a complete misrepresentation of what I’ve said, really?
Would you say that was a productive use of resources, to take a train of fresh air?
The value is in the skills deployed in order for the service to be provided at all, surely?
I’d be careful with the argument you’ve deployed above, because it’s perilously close to “let’s close the entire railway other than the most profitable routes, at the most profitable times (ie the bits in and out of London), sack all the guards” etc.
The railway’s “output”, on any particular journey, isn’t really relevant to the idea of staffing a public transport service. I also don’t think it’s right to externalise other costs/benefits onto individual roles in the way you have done. They’re needed to run the service, or they aren’t. The skill involved in driving a train (or guarding it) isn’t inherently different, or any less or more valuable in salary terms, just because it has fewer or more passengers on it.
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